Recruitment | Page 66 (761 items)

Employers should carefully vet the people who interact with candidates during the recruitment process, because the wrong personalities or attitudes toward the organisation can turn off potential hires, says recruitment executive James Nicholson.

Here's the thing: Social media, and the effect it might have on your brand, your connectivity, your business performance, your quality of hire, is so intangible, so ethereal, that it would be like trying to catch the wind. The thing is to just do it...

Employers are increasingly building in-house sourcing functions to facilitate more proactive and strategic recruitment, says US-based sourcing expert, Glen Cathey.

Employers seeking to fill critical leadership gaps must avoid taking applicants at face value, and "push harder" to obtain solid evidence of claimed competencies, says leadership consultant Gerry Davis.

Drumming up support for social media initiatives and a referral program was "challenging", but Deloitte Australia now saves about $6 million annually on its recruitment costs, according to recruitment and mobility leader James Elliott.

Organisations with outstanding talent-management practices outperform their counterparts by eight times total shareholder return, yet only one in five employers treat talent management processes as seriously as their annual budgeting process, research by the Hay Group has found.

Every organisation should evaluate and challenge individual elements of its recruitment process to ensure the whole system remains as effective as possible, says Australian Public Service Commission area director, Anne-Maree Grew.

A recruitment process that gives managers the confidence to "release" key staff to pursue other roles in the company has opened up genuine, frequent career opportunities to staff at every level.

It's impossible to truly manage an employment brand online, but the people tasked with social media interaction must be willing to "take the high road every time" in order not to damage it, says talent communication specialist Jared Woods.

An employment contract is more than a legal document - it is a psychological contract that plays a fundamental role in shaping behaviour and performance, according to a new report from The Work Foundation.